and direction for the rest of the organisation. Cultural artefacts and manifestations
that reflect the leader’s own personal value systems tend to be emphasised: leaders’
way of thinking and doing tends to be institutionalised, conferring upon them a form
of organisational immortality (Bennis 1983). Cultural harmony and cohesiveness
are seen to lead to organisational effectiveness: thus, successful Internal Marketing
programmes must always start with a leader who understands and is committed to
service quality and the customer. The leader’s way of thinking and behaviour could
then be adopted by the rest of the organisation via processes of cultural change.
Such processes are organisation wide and rely heavily on cognitive processes which
emphasise the role of individual learning in accomplishing the task.
If the integration perspective on culture emphasises consensus and